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Strategic Environmental Analysis

战略环境分析

Perform strategic environmental analysis using SWOT, PESTLE, and Porter's Five Forces frameworks. Creates structured assessments for competitive positioning and strategic planning.
利用SWOT、PESTLE和波特五力模型框架开展战略环境分析，为竞争定位和战略规划创建结构化评估。

What is Strategic Environmental Analysis?

什么是战略环境分析？

Strategic environmental analysis examines internal and external factors that impact an organization's ability to achieve its objectives. Three complementary frameworks provide different perspectives:
FrameworkFocusPerspectiveBest For
SWOTInternal + ExternalOrganization-centricQuick strategic assessment
PESTLEExternal macro-environmentEnvironment-centricMarket entry, regulatory planning
Porter's Five ForcesIndustry dynamicsCompetition-centricIndustry attractiveness, positioning
战略环境分析旨在研究影响组织实现目标能力的内部和外部因素。以下三个互补框架从不同视角展开分析：
框架关注重点分析视角适用场景
SWOT内部 + 外部组织中心快速战略评估
PESTLE外部宏观环境环境中心市场进入、合规规划
Porter's Five Forces行业动态竞争中心行业吸引力评估、竞争定位

Framework 1: SWOT Analysis

框架一：SWOT分析

What is SWOT?

什么是SWOT？

SWOT analyzes four dimensions affecting strategic success:
DimensionTypeQuestionFocus
StrengthsInternalWhat do we do well?Leverage
WeaknessesInternalWhat do we do poorly?Improve or mitigate
OpportunitiesExternalWhat trends favor us?Pursue
ThreatsExternalWhat could harm us?Defend against
SWOT从四个维度分析影响战略成功的因素：
维度类型核心问题策略方向
Strengths内部我们擅长什么？充分利用
Weaknesses内部我们的短板是什么？改进或缓解
Opportunities外部哪些趋势对我们有利？积极把握
Threats外部哪些因素可能损害我们的利益？防御应对

SWOT Workflow

SWOT分析流程

Step 1: Define Scope

步骤一：定义分析范围

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SWOT Scope Definition

SWOT Scope Definition

Subject: [Organization / Product / Initiative] Purpose: [Strategic decision to inform] Time Horizon: [Current state / 1-year / 3-year] Analyst: swot-analyst Date: [ISO date]
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Subject: [Organization / Product / Initiative] Purpose: [Strategic decision to inform] Time Horizon: [Current state / 1-year / 3-year] Analyst: swot-analyst Date: [ISO date]
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Step 2: Identify Strengths

步骤二：识别优势

Internal capabilities that provide competitive advantage:
CategoryExample Questions
ResourcesUnique assets? Strong financials? Key partnerships?
CapabilitiesCore competencies? Skilled workforce? Technology?
Market PositionBrand recognition? Customer loyalty? Market share?
CultureInnovation culture? Agility? Employee engagement?
能为组织带来竞争优势的内部能力：
类别示例问题
资源是否拥有独特资产？财务状况是否稳健？是否有关键合作伙伴？
能力核心竞争力是什么？员工技能水平如何？技术实力如何？
市场地位品牌知名度如何？客户忠诚度如何？市场份额占比多少？
企业文化是否具备创新文化？组织灵活性如何？员工参与度如何？

Step 3: Identify Weaknesses

步骤三：识别劣势

Internal limitations that hinder performance:
CategoryExample Questions
ResourcesFunding gaps? Aging infrastructure? Missing skills?
CapabilitiesInefficient processes? Technical debt? Skill gaps?
Market PositionWeak brand? High churn? Limited reach?
CultureResistance to change? Silos? Leadership gaps?
阻碍组织绩效的内部局限：
类别示例问题
资源是否存在资金缺口？基础设施是否老化？是否缺失关键技能？
能力流程是否低效？是否存在技术债务？是否有技能缺口？
市场地位品牌影响力是否薄弱？客户流失率是否过高？覆盖范围是否有限？
企业文化是否存在变革阻力？是否有部门壁垒？领导力是否存在缺口？

Step 4: Identify Opportunities

步骤四：识别机会

External conditions that could benefit the organization:
CategoryExample Questions
MarketGrowing segments? Unmet needs? Geographic expansion?
TechnologyEmerging tech? Automation potential? Digital channels?
RegulatoryFavorable regulation? Deregulation? Incentives?
CompetitiveCompetitor weaknesses? Market consolidation?
可能为组织带来益处的外部条件：
类别示例问题
市场是否有增长中的细分领域？是否存在未被满足的需求？是否适合地域扩张？
技术是否有新兴技术？自动化潜力如何？数字化渠道是否可行？
监管是否有有利的监管政策？是否存在 deregulation（放松管制）？是否有激励措施？
竞争竞争对手是否存在劣势？市场是否正在整合？

Step 5: Identify Threats

步骤五：识别威胁

External conditions that could harm the organization:
CategoryExample Questions
MarketDeclining demand? Commoditization? Price pressure?
TechnologyDisruption? Obsolescence? Cyber risks?
RegulatoryNew compliance? Trade barriers? Legal risks?
CompetitiveNew entrants? Substitutes? Aggressive competitors?
可能损害组织利益的外部条件：
类别示例问题
市场需求是否在下降？产品是否正在同质化？是否面临价格压力？
技术是否存在技术颠覆风险？现有技术是否会被淘汰？是否面临网络安全风险？
监管是否有新的合规要求？是否存在贸易壁垒？是否有法律风险？
竞争是否有新进入者？是否存在替代产品？竞争对手是否采取激进策略？

Step 6: Strategic Implications

步骤六：战略启示

Cross-reference quadrants to identify strategic options:
CombinationStrategy TypeApproach
S-OOffensiveUse strengths to capture opportunities
W-ODevelopmentalAddress weaknesses to pursue opportunities
S-TDefensiveUse strengths to counter threats
W-TSurvivalMinimize weaknesses and avoid threats
交叉参考四个象限，确定战略选项：
组合战略类型实施思路
S-O进攻型利用优势把握机会
W-O发展型弥补劣势以追逐机会
S-T防御型利用优势应对威胁
W-T生存型弱化劣势并规避威胁

SWOT Output Format

SWOT输出格式

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SWOT Analysis: [Subject]

SWOT Analysis: [Subject]

Date: [ISO date] Analyst: swot-analyst Purpose: [Strategic context]
Date: [ISO date] Analyst: swot-analyst Purpose: [Strategic context]

Strengths

Strengths

#StrengthImpactEvidence
S1[Description]High/Med/Low[Supporting data]
#StrengthImpactEvidence
S1[Description]High/Med/Low[Supporting data]

Weaknesses

Weaknesses

#WeaknessImpactEvidence
W1[Description]High/Med/Low[Supporting data]
#WeaknessImpactEvidence
W1[Description]High/Med/Low[Supporting data]

Opportunities

Opportunities

#OpportunityImpactTiming
O1[Description]High/Med/LowNear/Mid/Long term
#OpportunityImpactTiming
O1[Description]High/Med/LowNear/Mid/Long term

Threats

Threats

#ThreatImpactLikelihood
T1[Description]High/Med/LowHigh/Med/Low
#ThreatImpactLikelihood
T1[Description]High/Med/LowHigh/Med/Low

Strategic Implications

Strategic Implications

StrategyS/WO/TRecommendation
S-O: OffensiveS1, S2O1[Action]
W-O: DevelopmentalW1O2[Action]
S-T: DefensiveS3T1[Action]
W-T: SurvivalW2T2[Action]
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StrategyS/WO/TRecommendation
S-O: OffensiveS1, S2O1[Action]
W-O: DevelopmentalW1O2[Action]
S-T: DefensiveS3T1[Action]
W-T: SurvivalW2T2[Action]
undefined

SWOT Mermaid Diagram

SWOT Mermaid可视化图

mermaid
quadrantChart
    title SWOT Analysis
    x-axis Internal --> External
    y-axis Negative --> Positive
    quadrant-1 Opportunities
    quadrant-2 Strengths
    quadrant-3 Weaknesses
    quadrant-4 Threats
    "Strong brand": [0.3, 0.8]
    "Skilled team": [0.2, 0.7]
    "Legacy systems": [0.3, 0.3]
    "Limited budget": [0.2, 0.2]
    "Growing market": [0.8, 0.85]
    "New technology": [0.7, 0.75]
    "New competitor": [0.8, 0.25]
    "Regulation change": [0.7, 0.15]
mermaid
quadrantChart
    title SWOT Analysis
    x-axis Internal --> External
    y-axis Negative --> Positive
    quadrant-1 Opportunities
    quadrant-2 Strengths
    quadrant-3 Weaknesses
    quadrant-4 Threats
    "Strong brand": [0.3, 0.8]
    "Skilled team": [0.2, 0.7]
    "Legacy systems": [0.3, 0.3]
    "Limited budget": [0.2, 0.2]
    "Growing market": [0.8, 0.85]
    "New technology": [0.7, 0.75]
    "New competitor": [0.8, 0.25]
    "Regulation change": [0.7, 0.15]

Framework 2: PESTLE Analysis

框架二：PESTLE分析

What is PESTLE?

什么是PESTLE？

PESTLE examines six macro-environmental factors:
FactorFocusExample Considerations
PoliticalGovernment, policyElections, trade policy, stability, taxation
EconomicEconomy, marketsGDP, inflation, interest rates, unemployment
SocialSociety, demographicsPopulation, culture, lifestyle, attitudes
TechnologicalTechnology, innovationR&D, automation, digital transformation
LegalLaws, regulationsEmployment law, consumer protection, IP
EnvironmentalEcology, sustainabilityClimate, resources, sustainability mandates
PESTLE分析六大宏观环境因素：
因素关注重点示例考量
Political（政治）政府、政策选举、贸易政策、稳定性、税收
Economic（经济）经济、市场GDP、通货膨胀、利率、失业率
Social（社会）社会、人口统计人口结构、文化、生活方式、态度
Technological（技术）技术、创新研发、自动化、数字化转型
Legal（法律）法律、法规劳动法、消费者保护、知识产权
Environmental（环境）生态、可持续性气候、资源、可持续性要求

PESTLE Workflow

PESTLE分析流程

Step 1: Define Context

步骤一：定义分析背景

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PESTLE Context

PESTLE Context

Subject: [Organization / Market / Initiative] Geography: [Region / Country / Global] Time Horizon: [Current / 1-3 years / 3-5 years] Purpose: [Market entry / Strategy / Risk assessment]
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Subject: [Organization / Market / Initiative] Geography: [Region / Country / Global] Time Horizon: [Current / 1-3 years / 3-5 years] Purpose: [Market entry / Strategy / Risk assessment]
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Step 2: Analyze Each Factor

步骤二：分析各因素

For each PESTLE factor:
  1. Identify relevant trends in that category
  2. Assess impact on your organization (positive/negative)
  3. Rate importance (High/Medium/Low)
  4. Determine timing (immediate/near-term/long-term)
  5. Identify strategic implications
针对每个PESTLE因素：
  1. 识别相关趋势
  2. 评估对组织的影响（正面/负面）
  3. 评定重要性（高/中/低）
  4. 确定时间节点（即时/近期/长期）
  5. 识别战略启示

Step 3: Rate and Prioritize

步骤三：评分与优先级排序

Impact RatingDescription
HighFundamental to strategy, requires response
MediumModerate effect, should monitor
LowMinimal impact, awareness only
影响等级描述
高对战略至关重要，需立即响应
中有一定影响，需持续监控
低影响极小，仅需知晓

PESTLE Output Format

PESTLE输出格式

markdown
undefined
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PESTLE Analysis: [Subject]

PESTLE Analysis: [Subject]

Date: [ISO date] Geography: [Scope] Analyst: pestle-analyst
Date: [ISO date] Geography: [Scope] Analyst: pestle-analyst

Political Factors

Political Factors

FactorTrendImpactImportanceTimingImplication
[Factor][↑/↓/→]+/-H/M/LNow/Near/Long[Action]
FactorTrendImpactImportanceTimingImplication
[Factor][↑/↓/→]+/-H/M/LNow/Near/Long[Action]

Economic Factors

Economic Factors

FactorTrendImpactImportanceTimingImplication
FactorTrendImpactImportanceTimingImplication

Social Factors

Social Factors

FactorTrendImpactImportanceTimingImplication
FactorTrendImpactImportanceTimingImplication

Technological Factors

Technological Factors

FactorTrendImpactImportanceTimingImplication
FactorTrendImpactImportanceTimingImplication

Legal Factors

Legal Factors

FactorTrendImpactImportanceTimingImplication
FactorTrendImpactImportanceTimingImplication

Environmental Factors

Environmental Factors

FactorTrendImpactImportanceTimingImplication
FactorTrendImpactImportanceTimingImplication

Summary: Key Factors

Summary: Key Factors

PriorityFactorCategoryStrategic Response
1[Most impactful][P/E/S/T/L/E][Action]
2[...][...][...]
undefined
PriorityFactorCategoryStrategic Response
1[Most impactful][P/E/S/T/L/E][Action]
2[...][...][...]
undefined

PESTLE Mermaid Diagram

PESTLE Mermaid可视化图

mermaid
mindmap
  root((PESTLE))
    Political
      Government stability
      Trade policy
      Taxation
    Economic
      GDP growth
      Inflation
      Exchange rates
    Social
      Demographics
      Consumer trends
      Education
    Technological
      Innovation rate
      Automation
      R&D investment
    Legal
      Employment law
      Consumer protection
      Data privacy
    Environmental
      Climate policy
      Sustainability
      Resource scarcity
mermaid
mindmap
  root((PESTLE))
    Political
      Government stability
      Trade policy
      Taxation
    Economic
      GDP growth
      Inflation
      Exchange rates
    Social
      Demographics
      Consumer trends
      Education
    Technological
      Innovation rate
      Automation
      R&D investment
    Legal
      Employment law
      Consumer protection
      Data privacy
    Environmental
      Climate policy
      Sustainability
      Resource scarcity

Framework 3: Porter's Five Forces

框架三：波特五力模型

What are the Five Forces?

什么是波特五力模型？

Porter's Five Forces analyze industry structure and profitability:
ForceQuestionHigh =
Competitive RivalryHow intense is competition?Lower profits
Threat of New EntrantsHow easy to enter market?More competition
Threat of SubstitutesAre alternatives available?Price pressure
Bargaining Power of SuppliersCan suppliers dictate terms?Higher costs
Bargaining Power of BuyersCan buyers dictate terms?Lower prices
波特五力模型用于分析行业结构与盈利能力：
力量核心问题力量强意味着
Competitive Rivalry（竞争激烈程度）市场竞争有多激烈？利润更低
Threat of New Entrants（新进入者威胁）进入市场的难度如何？竞争加剧
Threat of Substitutes（替代产品威胁）是否存在替代产品？面临价格压力
Bargaining Power of Suppliers（供应商议价能力）供应商能否主导条款？成本更高
Bargaining Power of Buyers（购买者议价能力）购买者能否主导条款？价格更低

Five Forces Workflow

五力模型分析流程

Step 1: Define Industry

步骤一：定义行业

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Five Forces Context

Five Forces Context

Industry: [Specific industry definition] Scope: [Geographic / Segment focus] Purpose: [Entry decision / Positioning / Strategy] Date: [ISO date]
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Industry: [Specific industry definition] Scope: [Geographic / Segment focus] Purpose: [Entry decision / Positioning / Strategy] Date: [ISO date]
undefined

Step 2: Analyze Each Force

步骤二：分析各力量

Competitive Rivalry:
FactorAssessment
Number of competitorsFew / Many
Industry growthHigh / Low
Product differentiationHigh / Low
Exit barriersHigh / Low
Fixed costsHigh / Low
Threat of New Entrants:
BarrierHeight
Capital requirementsHigh / Low
Economies of scaleStrong / Weak
Brand loyaltyStrong / Weak
Regulatory barriersHigh / Low
Access to distributionEasy / Hard
Threat of Substitutes:
FactorAssessment
Substitute availabilityMany / Few
Switching costsHigh / Low
Price-performance ratioBetter / Worse
Buyer propensity to switchHigh / Low
Bargaining Power of Suppliers:
FactorAssessment
Supplier concentrationHigh / Low
Differentiation of inputsHigh / Low
Switching costsHigh / Low
Forward integration threatHigh / Low
Bargaining Power of Buyers:
FactorAssessment
Buyer concentrationHigh / Low
Volume of purchasesLarge / Small
Product differentiationHigh / Low
Switching costsHigh / Low
Price sensitivityHigh / Low
Competitive Rivalry（竞争激烈程度）：
因素评估
竞争对手数量少 / 多
行业增长速度快 / 慢
产品差异化程度高 / 低
退出壁垒高 / 低
固定成本高 / 低
Threat of New Entrants（新进入者威胁）：
壁垒高度
资金要求高 / 低
规模经济强 / 弱
品牌忠诚度强 / 弱
监管壁垒高 / 低
分销渠道准入易 / 难
Threat of Substitutes（替代产品威胁）：
因素评估
替代产品可获得性多 / 少
转换成本高 / 低
性价比更好 / 更差
购买者转换意愿高 / 低
Bargaining Power of Suppliers（供应商议价能力）：
因素评估
供应商集中度高 / 低
输入产品差异化高 / 低
转换成本高 / 低
供应商前向一体化威胁高 / 低
Bargaining Power of Buyers（购买者议价能力）：
因素评估
购买者集中度高 / 低
采购量大 / 小
产品差异化程度高 / 低
转换成本高 / 低
价格敏感度高 / 低

Step 3: Rate Forces

步骤三：力量评分

RatingIndustry Attractiveness
1 (Very Strong Force)Very Unattractive
2 (Strong Force)Unattractive
3 (Moderate Force)Neutral
4 (Weak Force)Attractive
5 (Very Weak Force)Very Attractive
评分行业吸引力
1（力量极强）极不具吸引力
2（力量强）不具吸引力
3（力量中等）中性
4（力量弱）具吸引力
5（力量极弱）极具吸引力

Five Forces Output Format

五力模型输出格式

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markdown
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Porter's Five Forces: [Industry]

Porter's Five Forces: [Industry]

Date: [ISO date] Scope: [Geography / Segment] Analyst: five-forces-analyst
Date: [ISO date] Scope: [Geography / Segment] Analyst: five-forces-analyst

Force Analysis

Force Analysis

ForceRating (1-5)Key DriversStrategic Implication
Competitive Rivalry[1-5][Top factors][Response]
New Entrants[1-5][Barriers][Response]
Substitutes[1-5][Threats][Response]
Supplier Power[1-5][Factors][Response]
Buyer Power[1-5][Factors][Response]
ForceRating (1-5)Key DriversStrategic Implication
Competitive Rivalry[1-5][Top factors][Response]
New Entrants[1-5][Barriers][Response]
Substitutes[1-5][Threats][Response]
Supplier Power[1-5][Factors][Response]
Buyer Power[1-5][Factors][Response]

Industry Attractiveness

Industry Attractiveness

Overall Score: [Sum/5 = Average] Assessment: [Very Attractive / Attractive / Neutral / Unattractive / Very Unattractive]
Overall Score: [Sum/5 = Average] Assessment: [Very Attractive / Attractive / Neutral / Unattractive / Very Unattractive]

Strategic Recommendations

Strategic Recommendations

  1. [Priority 1]: [Action to address strongest force]
  2. [Priority 2]: [Action to build competitive advantage]
  3. [Priority 3]: [Action to improve positioning]
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  1. [Priority 1]: [Action to address strongest force]
  2. [Priority 2]: [Action to build competitive advantage]
  3. [Priority 3]: [Action to improve positioning]
undefined

Five Forces Mermaid Diagram

五力模型Mermaid可视化图

mermaid
flowchart TD
    subgraph Industry
        CR[Competitive Rivalry<br/>Rating: X/5]
    end

    NE[Threat of<br/>New Entrants<br/>Rating: X/5] --> CR
    SUB[Threat of<br/>Substitutes<br/>Rating: X/5] --> CR
    SUP[Supplier<br/>Power<br/>Rating: X/5] --> CR
    BUY[Buyer<br/>Power<br/>Rating: X/5] --> CR

    style CR fill:#f9f,stroke:#333
    style NE fill:#bbf,stroke:#333
    style SUB fill:#bbf,stroke:#333
    style SUP fill:#bfb,stroke:#333
    style BUY fill:#bfb,stroke:#333
mermaid
flowchart TD
    subgraph Industry
        CR[Competitive Rivalry<br/>Rating: X/5]
    end

    NE[Threat of<br/>New Entrants<br/>Rating: X/5] --> CR
    SUB[Threat of<br/>Substitutes<br/>Rating: X/5] --> CR
    SUP[Supplier<br/>Power<br/>Rating: X/5] --> CR
    BUY[Buyer<br/>Power<br/>Rating: X/5] --> CR

    style CR fill:#f9f,stroke:#333
    style NE fill:#bbf,stroke:#333
    style SUB fill:#bbf,stroke:#333
    style SUP fill:#bfb,stroke:#333
    style BUY fill:#bfb,stroke:#333

Combined Analysis

综合分析

When to Use Each Framework

各框架适用场景

ScenarioSWOTPESTLEFive Forces
Quick strategic assessment✅ PrimarySupporting-
Market entry decisionSupporting✅ Primary✅ Primary
Competitive positioning✅ PrimarySupporting✅ Primary
Regulatory planningSupporting✅ Primary-
Investment decision✅ Primary✅ Primary✅ Primary
Annual strategic review✅ Primary✅ PrimarySupporting
场景SWOTPESTLE五力模型
快速战略评估✅ 主要框架辅助-
市场进入决策辅助✅ 主要框架✅ 主要框架
竞争定位✅ 主要框架辅助✅ 主要框架
合规规划辅助✅ 主要框架-
投资决策✅ 主要框架✅ 主要框架✅ 主要框架
年度战略回顾✅ 主要框架✅ 主要框架辅助

Integrated Analysis Workflow

整合分析流程

For comprehensive strategic analysis:
  1. Start with PESTLE - Understand macro-environment
  2. Apply Five Forces - Analyze industry dynamics
  3. Conduct SWOT - Position organization within context
  4. Synthesize - Create unified strategic recommendations
全面战略分析流程：
  1. 从PESTLE开始 - 了解宏观环境
  2. 应用五力模型 - 分析行业动态
  3. 开展SWOT分析 - 在环境背景下定位组织
  4. 综合归纳 - 制定统一的战略建议

Structured Data (YAML)

结构化数据（YAML）

yaml
strategic_analysis:
  version: "1.0"
  date: "2025-01-15"
  analyst: "strategic-analyst"
  subject: "Acme Corp Market Expansion"

  swot:
    strengths:
      - id: S1
        description: "Strong brand recognition"
        impact: high
        evidence: "Top 3 in brand awareness surveys"
    weaknesses:
      - id: W1
        description: "Limited digital presence"
        impact: medium
        evidence: "20% of sales from online"
    opportunities:
      - id: O1
        description: "Growing Asian market"
        impact: high
        timing: near_term
    threats:
      - id: T1
        description: "New market entrant"
        impact: high
        likelihood: high

  pestle:
    political:
      - factor: "Trade agreements"
        trend: positive
        impact: positive
        importance: high
    economic:
      - factor: "Interest rates"
        trend: increasing
        impact: negative
        importance: medium
    # ... other factors

  five_forces:
    competitive_rivalry:
      rating: 3
      key_drivers: ["Many competitors", "Low differentiation"]
    threat_new_entrants:
      rating: 4
      key_drivers: ["High capital requirements"]
    threat_substitutes:
      rating: 2
      key_drivers: ["Digital alternatives emerging"]
    supplier_power:
      rating: 4
      key_drivers: ["Many suppliers available"]
    buyer_power:
      rating: 2
      key_drivers: ["Large buyer concentration"]
    overall_attractiveness: 3.0

  synthesis:
    key_insight: "Market attractive but digital disruption imminent"
    priority_actions:
      - "Accelerate digital transformation (address W1, T1)"
      - "Expand Asian operations (leverage S1, capture O1)"
      - "Build strategic supplier partnerships (counter S-T)"
yaml
strategic_analysis:
  version: "1.0"
  date: "2025-01-15"
  analyst: "strategic-analyst"
  subject: "Acme Corp Market Expansion"

  swot:
    strengths:
      - id: S1
        description: "Strong brand recognition"
        impact: high
        evidence: "Top 3 in brand awareness surveys"
    weaknesses:
      - id: W1
        description: "Limited digital presence"
        impact: medium
        evidence: "20% of sales from online"
    opportunities:
      - id: O1
        description: "Growing Asian market"
        impact: high
        timing: near_term
    threats:
      - id: T1
        description: "New market entrant"
        impact: high
        likelihood: high

  pestle:
    political:
      - factor: "Trade agreements"
        trend: positive
        impact: positive
        importance: high
    economic:
      - factor: "Interest rates"
        trend: increasing
        impact: negative
        importance: medium
    # ... other factors

  five_forces:
    competitive_rivalry:
      rating: 3
      key_drivers: ["Many competitors", "Low differentiation"]
    threat_new_entrants:
      rating: 4
      key_drivers: ["High capital requirements"]
    threat_substitutes:
      rating: 2
      key_drivers: ["Digital alternatives emerging"]
    supplier_power:
      rating: 4
      key_drivers: ["Many suppliers available"]
    buyer_power:
      rating: 2
      key_drivers: ["Large buyer concentration"]
    overall_attractiveness: 3.0

  synthesis:
    key_insight: "Market attractive but digital disruption imminent"
    priority_actions:
      - "Accelerate digital transformation (address W1, T1)"
      - "Expand Asian operations (leverage S1, capture O1)"
      - "Build strategic supplier partnerships (counter S-T)"

When to Use Strategic Analysis

战略分析适用场景

ScenarioRecommended Approach
Annual planningSWOT + PESTLE
New market entryPESTLE + Five Forces
Competitive responseSWOT + Five Forces
M&A due diligenceAll three frameworks
Product launchSWOT (focused)
Risk assessmentPESTLE (focused)
场景推荐方法
年度规划SWOT + PESTLE
新市场进入PESTLE + 五力模型
竞争响应SWOT + 五力模型
并购尽职调查三个框架全部使用
产品发布聚焦式SWOT
风险评估聚焦式PESTLE

Integration

整合对接

Upstream

上游环节

  • stakeholder-analysis - Identify who provides input
  • capability-mapping - Link strengths to capabilities
  • Domain research - Gather market data
  • stakeholder-analysis（利益相关者分析） - 确定输入提供者
  • capability-mapping（能力映射） - 关联优势与能力
  • Domain research（领域研究） - 收集市场数据

Downstream

下游环节

  • Requirements - Strategic requirements
  • Business cases - Investment justification
  • Roadmaps - Strategic initiatives
  • 需求 - 战略需求
  • 商业案例 - 投资论证
  • 路线图 - 战略举措

Related Skills

相关技能

  • capability-mapping
    - Internal capability assessment
  • stakeholder-analysis
    - Stakeholder perspectives
  • value-stream-mapping
    - Operational efficiency
  • benchmarking
    - Competitive comparison
  • risk-analysis
    - Risk identification and mitigation
  • capability-mapping
    - 内部能力评估
  • stakeholder-analysis
    - 利益相关者视角分析
  • value-stream-mapping
    - 运营效率分析
  • benchmarking
    - 竞品对比
  • risk-analysis
    - 风险识别与缓解

User-Facing Interface

用户交互界面

When invoked directly by the user, this skill operates as follows.
当用户直接调用该技能时，操作流程如下：

Arguments

参数

  • <subject>
    : Organization, product, market, or initiative to analyze
  • --mode
    : Analysis framework (default: 
    swot
    ) 
    • swot
      : SWOT analysis only (~4K tokens)
    • full
      : SWOT + PESTLE + Porter's Five Forces (~12K tokens)
    • pestle
      : Macro-environment analysis only (~4K tokens)
    • porter
      : Industry structure analysis only (~4K tokens)
  • --output
    : Output format (default: 
    both
    ) 
    • yaml
      : Structured YAML for downstream processing
    • mermaid
      : Mermaid diagram visualization
    • both
      : Both formats
  • --dir
    : Output directory (default: 
    docs/analysis/
    )
  • <subject>
    : 待分析的组织、产品、市场或举措
  • --mode
    : 分析框架（默认：
    swot
    ） 
    • swot
      : 仅SWOT分析（约4K tokens）
    • full
      : SWOT + PESTLE + 波特五力模型（约12K tokens）
    • pestle
      : 仅宏观环境分析（约4K tokens）
    • porter
      : 仅行业结构分析（约4K tokens）
  • --output
    : 输出格式（默认：
    both
    ） 
    • yaml
      : 结构化YAML格式，用于下游处理
    • mermaid
      : Mermaid可视化图
    • both
      : 同时输出两种格式
  • --dir
    : 输出目录（默认：
    docs/analysis/
    ）

Execution Workflow

执行流程

  1. Parse Arguments - Extract subject, mode, and output format. If no subject provided, ask the user what to analyze.
  2. Execute Based on Mode:
    • SWOT: Analyze Strengths, Weaknesses, Opportunities, Threats with strategic implications (S-O offensive, W-O developmental, S-T defensive, W-T survival).
    • Full: Spawn the 
      strategic-analyst
      agent for comprehensive SWOT + PESTLE + Porter's Five Forces with cross-framework synthesis.
    • PESTLE: Analyze Political, Economic, Social, Technological, Legal, Environmental factors with impact and likelihood ratings.
    • Porter: Analyze Competitive Rivalry, Threat of New Entrants, Threat of Substitutes, Supplier Power, Buyer Power with overall industry attractiveness score.
  3. Generate Output - Produce YAML structure, Mermaid diagrams (quadrantChart for SWOT, mindmap for PESTLE, flowchart for Five Forces), and summary report.
  4. Save Results - Save to 
    docs/analysis/swot-analysis.yaml
    and/or 
    docs/analysis/swot-analysis.md
    (or custom 
    --dir
    ).
  5. Suggest Follow-Ups - Recommend capability-mapping for gap identification, risk analysis for threat elaboration, and decision-analysis for strategic option evaluation.
  1. 解析参数 - 提取分析对象、模式和输出格式。若未提供分析对象，询问用户需要分析的内容。
  2. 按模式执行分析:
    • SWOT: 分析优势、劣势、机会、威胁及战略启示（S-O进攻型、W-O发展型、S-T防御型、W-T生存型）。
    • Full: 启动
      strategic-analyst
      代理，进行全面的SWOT + PESTLE + 波特五力模型分析，并完成跨框架综合归纳。
    • PESTLE: 分析政治、经济、社会、技术、法律、环境因素，并评估影响与可能性。
    • Porter: 分析竞争激烈程度、新进入者威胁、替代产品威胁、供应商议价能力、购买者议价能力，并计算整体行业吸引力得分。
  3. 生成输出 - 生成YAML结构化内容、Mermaid可视化图（SWOT用象限图、PESTLE用思维导图、五力模型用流程图）及总结报告。
  4. 保存结果 - 保存至
    docs/analysis/swot-analysis.yaml
    和/或
    docs/analysis/swot-analysis.md
    （或自定义
    --dir
    目录）。
  5. 推荐后续操作 - 建议进行能力映射以识别差距、风险分析以细化威胁评估、决策分析以评估战略选项。

Version History

版本历史

  • v1.0.0 (2025-12-26): Initial release
  • v1.0.0 (2025-12-26): 初始版本